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Client Put IT Manager Into Jeopardize

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by ngancs

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I am the head of IT department for my company. Recently there was one project that handled by a business development manager(BDM), Amilyn, having problem with the system which my team has developed. Amilyn has just took over the project for 9 monthsever since the previous project that she handled has terminated. She has been liaising with my company's client, Linda, for any IT requirements and customer responses.

For the pass few months Amilyn and I has been arguing about the requirements of the project which is supposed to be implemented in the system but not stated in our contract with the client. Although all the documents were presented to proof that Amilyn's assumptions were all wrong, this has brought the client dissatisfaction towards me trying to refuse such requirements. Last month, all the emails regarding to any problems related to the system were cc to top management. A few weeks later Amilyn resigned and all the remaining issues were passed to Linda to follow up.

Linda, who is the Senior Specialist for Service Marketing & Support department in her company, brought up all the issues and have my team held responsible for all the incomplete request. As I highlighted again with all the proper documentation to proof that such requirements were discussed before but not confirmed to be implemented in the system, Linda was angry and reply my email with all the words in capital letters expressing her dissatisfaction towards my action. The email, again were cc to top management.

The next day, I received a warning letter from top management which shows their dissatisfaction against my performance and therefore has put me into probation period as an IT manager. I was surprised with their action by not understanding the actual situation that happens. Perhaps their main point is that I'm not pleasing my client which might bring project into end. What is my next step?

2 replies

by oldefar

It sounds like you have been sticking to process and procedure and have run straight into "The customer is always right" wall.

If you have been placed on probation, your superiors should have detailed expectations for you. If they have not or you are not sure you understand their expectations, the first thing is to get these clarified. Are they willing to meet client expectations even if it impacts revenue or profit?

Next, make sure you have specifics on the client expectations. Don't assume anything, get agreement from the client.

Now the tough part. You may very well be in the right, but now you have to deal with the emotions involved. Apologize for your position to the client. Assume a position of having been wrong, assume full responsibility, and move forward to a successful conclusion. Sometimes, the best way to win is to surrender. If you defend your past position, the client and PM will respond by attacking it. Nobody gains.

The client may want nothing to do with you. Get over your feelings and deal with the PM then.

Take careful notes of changes, additions, new requirements, and impact to costs. In an internal post mortem you can present facts and make suggestion as to why the project went sour and how to avoid this in the future.

Best of luck.

by timwalsh

I would suggest a meeting between you, the client, and upper management. I would discuss all of the below with upper management before you have the meeting with the client.

You need to approach this meeting from the standpoint of keeping the customer happy (or even just keeping the customer).

Expalin that you want to get a total understanding of the customers current requirements so you can compare those to what your company originally signed up to do. You also want to expalin that because you weren't privy to everything that was discussed between the client and the (former) BDM, you want to find out what was promised. It could very well turn out that the (former) BDM was making promises to the customer that the company may not beable to keep for either technical reasons (it just can't be done), or timeline (it can't be done in the time period promised), or financial reasons (requirement creep will cause you to overspend the budget).

The bottom line here is that a representative of your company (the former BDM) made promises to a client (whether she was authorized to make the promises, ot technically competant enough to understand the impact of her promises). If it is feasible to implement these promises, it is ultimately up to upper management to decide whether to follow through with the promises. Your job/duty (assuming you want to keep your job) is to follow the orders of upper management.

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